Leaders’ attitudes towards the link between mindfulness and creativity

Abstract

Introduction – This study addresses a gap in the literature by exploring leaders’ attitudes towards the link between mindfulness and creativity. It contributes to the understanding of these concepts and discusses how they intersect and potentially influence leadership effectiveness. Purpose - The study explores leaders' familiarity with mindfulness and their attitudes towards its connection to creativity, specifically focusing on creative skills and task motivation. Additionally, it addresses whether leaders' familiarity with mindfulness influences their perception of its value and effects, and to what extent. A comparison was also made between leaders who practice mindfulness and those who do not. Methodology – Data was gathered using a qualitative, exploratory research approach through the implementation of semi-structured interviews. Twenty-two respondents were interviewed, divided into two groups, based on whether they practiced mindfulness or not. The data was analysed using thematic analysis in order to address the research questions. Findings – The study revealed that the majority of leaders recognised a relationship between mindfulness and creativity, highlighting both the direct and indirect links. While most leaders are unaware of how mindfulness may affect one’s creative skills, which they linked to personality, they acknowledged its influence on task motivation. Both groups associated creativity with the arts, yet leaders who practice mindfulness displayed higher levels of knowledge and awareness regarding the values and effects of mindfulness on creativity, compared to the group that did not practice mindfulness. The study identifies potential areas for future research in the field of mindfulness, creativity, and leadership, through the various themes that emerged.